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17 comments
  1. PG

    Nice post.
    In my company, a lot of the time the product managers themselves are the flying monkeys, same goes for the CEO.

    R&D feel helpless at times as they have no one to “defend” them.
    Main issue is lack of the PM’s ability to communicate their ideas to R&D, and also that the PM’s have no credibility because they are too Sales oriented and actually talk to R&D like Sales people at times.

    I find that the strategy that works best is to clarify the business problem both for me and the PM. Way to do this is to:
    – Keep asking the PM’s “why?”…
    – And try to push the PM’s state of mind to a non-implementation mode.

    Eventually, either of these 2 would happen:
    a. The PM would convince himself that the feature is a “nice to have” and that it covers the needs of about 5% of potential clients.
    b. Having been forced to clearly articulate the problem, the PM “convinces” me that the feature is a must have and we come up with clear points that will convince others in the R&D organization as well.

    Issue is that the CEO sometimes cuts through and does a “Flying Monkey” maneuver straight on R&D (bypassing the PM).
    Not a lot you can do there as our CEO is aggressive and that is also part of the reason our PM’s lack credibility :).

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